A STRATEGIC DIFFERENTIATOR

Contact Information:
Mark Lane, President
MANAGING THE ENTERPRISE | A CEO’S DAUNTING TASK                                                EA | IN ACTION

DIFFERENTIATOR | ENTERPRISE ARCHITECTURE                                                   EA | CAPABILITIES

Enterprise a...

The Center for the Advancement of the Enterprise Architecture Profession                 ENTERPRISE ARC...

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  1. 1. ENTERPRISE ARCHITECTURE A STRATEGIC DIFFERENTIATOR Contact Information: Mark Lane, President Director@caeap.org
  2. 2. MANAGING THE ENTERPRISE | A CEO’S DAUNTING TASK EA | IN ACTION Through professional experience, Defining a strategy and setting it in motion can be one of the most defining personal observation, and moments of a leader. Whether you sit comfortably as the industry leader or you judgment, EA advises on investments, opportunities, and find yourself in a competitive chase, an investment decision or implementation risks: gone wrong can derail even the most cohesive strategy. Managing the ORGANIZATIONAL CONTEXT complexities of the enterprise can be quite daunting for CEOs. Impacting the formal structure, work management practices, human resource policies, What happens when my strategies are not clear and leadership, and culture enduring? CORPORATE VISION Where are we going and how do I make sure we get Mapping and alignment with the mission, objectives, goals, tactics, there in an operational and fiscally responsible way? and strategies What happens when my operating model is not flexible VALUE CHAINS enough to enable work to get done across the Strengthening alliances, organization? capabilities, services, and processes by determining the What happens when my leaders are not equipped with return on technology investments. the necessary tools, training, and technologies to help PLAN them be successful? Rationalizing roadmap investments with respect to What happens when my operating structure is not capabilities, resources, and aligned with both strategy and business model? competencies M ARKETPLACE Recognizing internal and external competitive forces that determine the product/service offerings and SOLUTION: their relationship Leverage enterprise architecture as a strategic differentiator and enabler LANGUAGE of stable transformation. Defining the glossary, taxonomies, concepts, patterns, and references used to frame the organization
  3. 3. DIFFERENTIATOR | ENTERPRISE ARCHITECTURE EA | CAPABILITIES Enterprise architecture (EA) enables the design and implementation of the BUSINESS ALIGNMENT structures that link an organization’s strategy with its execution. This vital link Enables alignment with business strategic intent. captures the organizational strategy as blueprints that include enough guidance and detail for the various parts of the organization to execute while facilitating TECHNOLOGY VISION Clearly defines & communicates collaboration and innovation. Enterprise Architects use specialized practices to strategic direction for technology determine where the company is today, scenarios for where it will be tomorrow, TRANSFORMATION and they provide roadmaps that lead from one stage in the journey to the next: Ensures technology lifecycle is managed according to future state architecture Long -Term: Where are we going? ARCHITECTURE GOVERNANCE Actively facilitates and governs The Enterprise Architect (as a strategist) provides long term stability to ensure change for the enterprise strategies are clear:  Creating the operating model and transformation plans RISK MANAGEMENT  Developing strategic technology plan Defines, communicates and mitigates technology and Near-Term: How will we make sure we stay on track? architecture risks in a timely manner The Enterprise Architect (as a tactician) facilitates near-term efficiency by INVESTMENT OVERSIGHT ensuring the operating model is flexible: Capitalizes opportunities to  Increasing executive awareness of technical and operational issues maximize value of asset  Managing technical risk associated with new and updated technology portfolio through innovation and  Determining measures for performance and responsiveness rationalization Continuum: How do we get there in the most efficient and effective manner - ARCHITECTURE M ANAGEMENT without damage? Establishes, sustains, communicates and actively The Enterprise Architect, (fully empowered) manages the architecture and pursues EA concerns to achieve governance through operational excellence and risk mitigation its objectives  Structuring governance, at the enterprise level  Ensuring that technical solutions align with fiduciary responsibilities INTEGRATION Uses standardized interfaces, interoperation, information and connectivity practices
  4. 4. EA | INFRASTRUCTURE EMPOWER | YOUR ENTERPRISE ARCHITECTS Code of Ethics The Code is widely respected and How do Enterprise Architects lead a strategy of improving business adopted; the profession has mechanisms to discipline violators. results? Professional Development Answer: By formalizing the enterprise's architecture, driving structural Recognized career paths for Enterprise Architects exist; innovations, and overseeing investments in change! The Enterprise Architect nationally recognized education and training guidelines and curricula are serves as a point of differentiation and contributes to your executive team by in place. ensuring that the organization and the operation strategies are clear and in Accreditation Consistent certification in enterprise alignment; assuring that the operating model is flexible enough for work to be architecture; nationally recognized certification standards provide done across the organization. consistency in certification of Enterprise Architects. Body of Knowledge An acknowledged body of professional knowledge exists, and is widely used; the body of knowledge is regularly reviewed and updated. Industry Governance Effective governance frameworks are established across the industry. Professional Education Curricula exist and reflect best practices; nationally accepted model curricula exist; model curricula are regularly reviewed and revised. Skills Development Skills development mechanisms are in place and widely used (such as apprenticeships or architect-in- training programs). Branding A sustained professional institutional branding program exists; the branding program translates into positive public and employer perceptions. Public Outreach The professional institution provides day-to-day communication with the general public.
  5. 5. EA | DUTIES ENTERPRISE ARCHITECTS | AT WORK FOR YOU STRATEGIC Describes vision, principles, desired outcome, & roadmap for developing, documenting, maintaining, and using Enterprise Architects are in the best position Organizations that use Enterprise the enterprise architecture to understand the impact of technological Architects reduce the risk of lost revenue ENTERPRISE MODELS change from a cultural, process, and business and lost productivity when they make new Produces models and other artifacts viewpoint. investments or add new vendors. to describe / represent the enterprise and its components ENTERPRISE ALIGNMENT The simple hierarchical structures that Develops transition and sequencing defined the last 50 years of business have plans based on the as-is and to-be architectures given way to a mixture of complex horizontal and vertical structures, in PERFORMANCE MEASURES Establishes and executes a today's competitive market. Organizations performance management / metrics are constantly being challenged as they try program to measure its success to integrate these structures with the ENTERPRISE GOVERNANCE added complexities of communication and Inform processes and structures implemented to direct, manage, and infrastructure to execute strategy. monitor the enterprise’s activities in pursuit of its objectives An Enterprise Architect visualizes these impacts over time, and helps the organization Knowing how to address the intersection of FIDUCIARY PARTICIPATION Performs architecture analyses to retain its competitiveness in the industry. these concerns requires specialized identify cost-benefits, performance knowledge and experience that cannot be issues & technology risk From opportunities to investments, from learned from working in line positions. INFLUENCE exploration to integration, the Enterprise Influences, and is influenced by, the enterprise’s business and investment Architect has unique training, acumen, and To not have an Enterprise Architect at the planning processes experience to guide a company through its table is to risk ruin through loss of your LEADERSHIP next evolutionary steps. competitive positioning. Senior executives support, promote, and apply EA as a method to manage the business and the changes in that business LEARNING Embraces continuous learning and knowledge acquisition
  6. 6. CAEAP | PROGRAMS The Center for the Advancement of the Enterprise Architecture Profession ENTERPRISE ARCHITECTURE PROFESSIONAL PRACTICE GUIDE (CAEAP), as an advocacy body, works to establish the trust between the (EA-PPG): profession of enterprise architecture and the public it serves. It is an obligation Serves as the leading business document for Enterprise Architects and duty for CAEAP to build this trust through a standardized contract and set of expectations for enterprise architecture. MENTORING FOR THE ENTERPRISE ARCHITECTURE PROFESSIONAL (MEAP): The trust is enabled through oaths, principles, engagement practices, and An international EA coaching and mentoring service that connects methods for determining consistency of the profession. For this to be a contract practitioners with expert advisors dedicated to helping practitioners form with the public there cannot be barriers to entry for participation. Membership and grow their practices fees, technical qualifications, or organizational membership cannot bar anyone from volunteering their time to advocacy. Furthermore, there can be no hidden LEADERSHIP IN THE ENTERPRISE ARCHITECTURE PROFESSION or profit-driven agendas as these would serve to interfere with and potentially (LEAP): sever any well-earned covenant of trust. A leading-edge development opportunity designed for executives challenged with optimizing the performance and success of their organization CAEAP… EA ACCREDITATION PROGRAM  Promotes the professional status of Enterprise Architects (EAAP): Provide excellence in the enterprise architecture profession by setting  Works to ensure the legitimacy of the profession by distinguishing it standards for EA education, training from other professions and certifications ENTERPRISE ARCHITECTURE  Represents the public face of the profession REGISTRY PROGRAM (EARP):  Is charged with maintaining a consistent view towards the public, the A registry that provides recognition to an individual or an EA team that has enterprises we provide value to, and the members met the basic requirements for a of our own profession. profession
  7. 7. EA PROFESSION | PRINCIPLES Serve Society Today Enterprises, governments, and individuals have immediate and pressing need for the duties and advice CAEAP is the leading advocacy group for of the EA Profession. the enterprise architecture profession, working on behalf of the many Adapt for Tomorrow professionals on a global scale. Society's needs are diverse and continually evolving; the EA Profession responds to, reflects, and anticipates Our goal is to guide the industry to a self- these changes in tomorrows' needs. governed status of maturity by 2015 - moving from organized, to qualified, to Establish and Uphold Ethical and self-governed which includes a measured Professional Standards Integrity is the bedrock on which trust level of maturity in three very distinct and respect are built; the integrity of broad areas: the EA Profession is measured by the soundness of its professional practices.  Standards of practice Architect for adaptability. Develop an Empirical Body of Enterprise Architects design structures that help Knowledge  Professional learning A recognized, empirically derived body organizations embrace change. They bridge of knowledge forms the basis for EA the strategic, operational, and technical aspects  Industry governance practices, and ensures that members of embracing and exploiting change. of the profession have a common understanding of these practices. GOALS: Architect for sustainable value. Demonstrate Self-Regulation Enterprise Architects create holistic enterprise Professional autonomy is earned  Clarify in the public eye as to what a architectures that enable the enterprise to through the strict enforcement of deliver sustainable value to both the enterprise ethical and professional standards; professional Enterprise Architect establishment of accreditation models, and the public. They recognize responsibility to certification requirements, and contributes multiple stakeholders and seek balance among professional registries; and through potentially conflicting demands. clear and compelling leadership.  Ensure the public’s trust in EA as a Require Impartiality Advance the EA Profession. Bias in judgment or action, whether for profession Enterprise Architects recognize that advancing monetary, political or personal gain only a limited personal agenda while ignoring a destroys integrity and trust; therefore it cannot be tolerated by the EA  Assure the public they’re dealing with broader professional scope ultimately limits his Profession. or her potential for growth and contribution. competent EA professionals Promote Fair and Open Competition Above all, act with integrity and discretion. Respect for the Profession, mutual respect amongst practitioners of the  Sustainability of the profession Enterprise Architects know that trust is the Profession, and respect for the foundation of his or her success. Integrity and principles of freedom and equality  Brand recognition for the profession discretion are hallmarks of a trust relationship. necessitate reward on the basis of merit earned through honest effort and Together, they are the basis for EA Practice. delivered value.  Support professional autonomy
  8. 8. Consider joining CAEAP. When you become a member of the CAEAP leadership team, you not only have access to talented industry peers, who share your values, and commitment to corporate excellence but you become part of the solution. CAEAP was founded in December of 2008 by Mark Lane and Mark Goetsch. CAEAPs members are Contact us at: comprised of Enterprise Architects, Director@caeap.org Chief Enterprise Architects, and business executives across four continents. As a member of CAEAP, you will be recognized and acknowledged by colleagues and professional leaders with whom you work. Serving as a member can be a tremendous learning opportunity - assuming a leadership role requires one to develop a broader scope. The best way to “give back to the profession” is to author articles and presentations, or to join one of the association’s existing work streams to exchange ideas, expertise, and best practices. At CAEAP, you will have access to peers with similar professional backgrounds and resources, such as our peer-reviewed journal, books, conferences, and seminars. Of course, all of the above can help advance your career – sharing knowledge, accelerated learning about EA, greater visibility, networking and relationships.